Success factors to lead the team
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The document provides 12 success factors for leading a team: 1) Humility during success and confidence during setbacks. 2) Stepping back so others can step up. 3) Putting plans into action by setting priorities and reviewing progress. 4) Leading change through an 8-step process. 5) Admitting mistakes openly and learning from them. 6) Listening with the goal of learning. 7) Encouraging constructive dissent by being open to alternative views. 8) Learning from criticism by asking for feedback. 9) Maintaining focus on the future. 10) Building the team through culture, relationships, empowerment and communication.
Success factors to lead the team
- 1. SUCCESS FACTORS TO LEAD THE TEAM STELLA GAGOLA [email protected]
- 2. Success Factors to Lead the team :
- 3. 1. Humility during success Highly capable individual • Makes productive contributions through talent , knowledge , skills and good work habits Contributing team member • Contributes individual capabilities to the achievement of group objecttives and work effectively with others in a group setting Competent manager • Organise people & resources towards the effective and efficient pursuit of pre determined obejectives Effective leader • Catalyzes commitment to and vigorous pursuit of a clear and compelling vision , stimulating higher performance standards Executive • Builds enduring greatness through a paradoxical blend of personal humility and professional will
- 4. 2. Confidence during setbacks Stay calm Be rational Drill down Action
- 5. 3. Stepping back so others can step up “Your job as a leader is not to be brilliant….but to help brilliance emerge all around you” For now, let’s call it a great experiment in what can happen when leaders step back so others can step up. a.If you believe that they have ideas that won’t emerge unless they are put in a situation where they have no CHOICE to emerge because you are not there to default to… then try to let go. a.If you want to get a higher degree of engagement and team connection, set them up to rely on each OTHER not you for guidance. a.If you trust your team and believe that even though their way might be slightly different than yours it is as good or better, then TRUST them. Sometimes it can run DIFFERENTLY or even BETTER!
- 6. 4. Putting plans into action Set priorities. Decide which goals you want to act on first, and make a list of what steps you need to take. Then carry them out. ... Review your progress. Take a look at where you are to see if you're on track to meet your goals. ... Adjust your plan if you need to. If you're not on track to meet your goals, adjust your plan.
- 7. 5. Leading change Identify, or hire, change leaders whose main roles are to deliver the change. Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision. Recognize and reward people for making change happen. Identify people who are resisting the change, and help them see what's needed. Take action to quickly remove barriers (human or otherwise). Step 5: Remove Obstacles Look for sure-fire projects that you can implement without help from any strong critics of the change. Don't choose early targets that are expensive. You want to be able to justify the investment in each project. Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative. Reward the people who help you meet the targets. Step 6: Create Short-Term Wins After every win, analyze what went right, and what needs improving. Set goals to continue building on the momentum you've achieved. Learn about kaizen , the idea of continuous improvement. Keep ideas fresh by bringing in new change agents and leaders for your change coalition. Step 7: Build on the Change Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Include the change ideals and values when hiring and training new staff. Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten. Step 8: Anchor the Changes in Corporate Culture Identify potential threats , and develop scenarios showing what could happen in the future. Examine opportunities that should be, or could be, exploited. Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. Request support from customers, outside stakeholders and industry people to strengthen your argument. Step 1: Create Urgency Identify the true leaders in your organization, as well as your key stakeholders . • Ask for an emotional commitment from these key people. • Work on team building within your change coalition. • Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company. Step 2: Form a Powerful Coalition Determine the values that are central to the change. Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization. Create a strategy to execute that vision. Ensure that your change coalition can describe the vision in five minutes or less. Practice your "vision speech" often. Step 3: Create a Vision for Change Talk often about your change vision. • Address peoples' concerns and anxieties, openly and honestly. • Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision. • Lead by example . Step 4: Communicate the Vision
- 8. 6. Admitting mistakes • “Anyone who has never made a mistake has never tried anything new.” -Albert Einstein Don’t blame others. Take responsibility. If someone else needs coaching, do it in private. Do not try to get others to admit the mistake on your behalf. When others are asked to do the “dirty work,” leadership credibility goes out the window. Stick to the facts and do not make it look like an excuse. Indicate what information was incorrect. This is not a time for cynical humor used to disguise an excuse or blame. Indicate what you and/or the organization should learn from the mistake and how not to repeat it. Ask for more input from others. Apologize to those who have wasted their time.
- 9. 7. Listening with the goal of learning
- 10. 8. Encouraging constructive dissent The leader invariable controls the “something” and needs to focus on reshaping the environment to open up the communication flow. How severe is the problem? The leader should ask his or her reports about their comfort and discomfort in providing feedback. What are the barriers? What behaviors is the leader displaying that shut down constructive dissent? Leader, learn to manage your body language. We all learn somewhere in our travels that if you combine a verbal message with seemingly conflicting non-verbal cues, the non- verbal wins out every time. Recognize that giving in to alternative viewpoints (from your own) does not mean that you are weak or ineffective. To the contrary, it’s your job to hire smart people with different ways of looking at the world and solving problems. The greatest leaders have great advisors. Give your people a chance to play that role. If you are like many of the leaders that I know, you will allow a group to run in their own direction even though you had a different idea of where they should go. You will also come to the uncomfortable conclusion that they were right and you were wrong. Your confidence in calling this out will reinforce the notion that you encourage well-thought out dissent.
- 11. 9. Learning from critism
- 12. 10.Asking for feedback Asking for feedback is best for both giver and receiver An article in the s+b newsletter discussed how New York University research found that when seeking feedback, asking for feedback is more effective than giving it. The research found that asking for feedback results in continuous improvement, smarter decision making and stronger teams. Asking for feedback is the best way to minimize any potentially nasty criticism because if offers both the receiver and the giver much more psychological safety than a giver-led approach. This safety is critical during feedback conversations because our brains are more able to perform complex cognitive functions when feeling under less pressure.
- 13. 11.Maintaining focus on the future
- 14. 12.Building the team Culture Better Relationship Employee Empowerement Secret of Communicators How to create habbits Group Guidelines Keys to team success
- 15. Thank you